the golden egg of strategic recruitment

Download The Golden Egg of Strategic Recruitment

Post on 12-Mar-2016




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Organizations that are doing business in Alberta are getting creative about how they look at recruitment. This ebook is written to help you think more creatively about where and how to acquire talent in an environment where our target audience (potential employees) wield more power than the organizations that need to hire them.


  • The Golden Egg of

    Strategic Recruitment

    An ebook by Signaand TransparentC.

  • BackgroundWith employment growth in Alberta at 1.7% this year, companies are !nding that more often than not, talent is the limiting factor to growth rather than opportunity. According to Albertas Occupational Demand and Supply Outlook Report, there will be a 114,000 person de!cit expected by 2021- these jobs exist, but not the people to !ll them.

    Organizations that are doing business in Alberta are getting creative about how they look at recruitment. This ebook is written to help you think more creatively about where and how to acquire talent in an environment where our target audience (potential employees) wield more power than the organizations that need to hire them. Potential employees have so much more choice than previous generations did. However, recruitment strategies are still aimed at a generation or period in which organizations had the upper hand with fewer jobs and plenty of people looking to !ll them.

  • Who is This Ebook For?This ebook is for anyone in human resources or leadership that has recruitment within their portfolio. The intention is to add value to the talent procurement strategy for organizations that are not !nding the people they need and are becoming frustrated with their current recruitment toolset.

  • On average, 14% of the population is looking for work today. These are people who decide that they need a career change, or are otherwise unemployed for some reason. We're familiar with this group because we see them respond to our job postings every day with a resume and cover letter.

    When you look at that 14%, there are probably a signi!cant number of people that will not !t your organization. It could be lack of required skills or experience, or that they don't align with your values. The important point here is that trying to !nd your next hire in less than 14% of the population can be quite fruitless.

    The remainder of the population is NOT looking for work. They are satis!ed with their jobs, making a decent living, and relatively happy in their day-to-day roles. It seems counterintuitive, but this is where you should be hunting for your next hire. Sure, they haven't indicated that they want to make a change, but there is something we can do about that.

    Your Binoculars Are Facing The Wrong Way

  • The reality is that this 86% of the population will not have all the criteria you want to target. Your odds of !nding the ones who do are much better, but theres still work to be done to !ne tune the search.

    Just like any good marketing person would tell you, you have to know your audience !rst.

    Take a cue from one of the best retailers in Canada: the Body Shop. The Body Shop marketing team builds and reviews what they call an audience persona prior to each marketing campaign. They detail nearly everything they know about their ideal customer. What they wear, where else they shop, their attitudes about current aairs-everything. They go as far as designing a life-sized cutout of their perfect customer and giving that persona a name.

    Target your ideal employee the same way. Immediately, you will know when he or she walks through your door, and youll have the foundation to engage them. Consider just how essential it is to !nd the right team member that will compliment your companys values and help drive your team. Customers come and go, but sta will be with you for a while. It's the dierence between casual dating vs. deciding to get married - the impact of your decision is vastly dierent. Invest the time now to de!ne your target candidate and !nd the right !t for the long haul.

    Birds of a Feather...

  • Expand Your Field of ViewGetting speci!c is good, but be careful about getting too narrow. Your target segment may have a list of attributes that limits your market too much. For example, a very small percentage of the population is interested in being paid 100% by commission. Even if thats the type of person you really want you need to consider whether its reasonable to hold out for that one person who checks o all the boxes youre looking for is it realistic to assume the glass slipper will !t someone? Can you be creative about changing that attribute and overlook the minutiae if the big picture is looking good? Really focus on putting all of those speci!cs through their paces. What can you be #exible on, and what are absolute must haves? We have all heard that skills can be taught, but attitude cannot. A motivated employee who is engaged with your companys vision is primed to learn new skills and a strong addition to your team.

  • Dont Hold Your Breath Waiting for the Golden BirdIf you take a look at your recruitment marketing today, what are you saying in your job postings and on your website? Is it about what your organization needs? If your approach is traditional, you likely have a long list of required skills, behavioural attributes and desired experience on your job postings. These are all what your organization needs in a successful new hire not addressing whats in it for them. Bad move. It is a lot like building and selling a product without asking what customers want !rst. It doesn't work anymore and were talking about your team here, not the customer. It's a "Hail Mary" pass in the end zone, hoping someone will catch the football and we know its exciting when it happens, but unfortunately rare that it does. The problem is that the only people interested in this information are the 14% of job seekers we were talking about. Remember, we're casting a wider net to catch people that are not really listening for you yet, and strike up the conversation that will create an opportunity that didnt exist before.

  • We need to be empathetic in our approach. Rather than approaching this market with a list of things that your organization needs, you need to approach this market ready to nurture a conversation. The conversation is what allows you to !gure out which are the right levers to pull when it comes to winning that individual, or if your organization even has the levers to pull in the !rst place. Subtraction has its place - keep in mind that being strategic about your recruitment also allows you to !lter out ones that dont !t.

    The problem with most job requirements is that they are not conversation ready.

    Start the conversation with the right story: a story aligned for your ideal candidate.

    The people that work for you today are a great starting point. Your key employees can help you !gure out what two or three things need to be said for you to start the conversation with the 86% that are not looking for work today. What would they say is the reason they love working with your team? Is there a strong, shared sense of core purpose, vision and values? Based on that, what would resonate with that non-job-seeker market? Your whole objective is to have the true, authentic story of your culture and organization from the eyes of your current employees and package that in a way to start the exchange.

    The story is a great launching point, but pay attention to where the narrative ends so you can let the conversation begin.

    Hows Your Bird Call?

  • Chirping in a Megaphone Is Just WrongNow that we are ready to have the conversations, and our people are giving us the talking points, we need to use the right channels to have those conversations.

    Newspaper ads and websites like Monster are set up for you to pitch what your organization wants (wrong approach) to the wrong audience (14% job seekers rather than the 86% non-job-seekers).

    The best way to determine if these methods work for you is to look at the superstars that work for your organization today. We would bet that they joined your company through a relationship and conversation rather than through a blind pitch you made on a job-seeker site.

  • Of Course Well Suggest You Start TweetingSocial media and networking are conducive to conversations. This is where you are asking a few key questions and listening, either at an event or on Twitter.

    Don't make the grave mistake of misusing channels that were meant for conversations. There are way too many organizations ineectively "pitching" their job postings on Twitter and LinkedIn and its being dismissed by the 86% who simply arent tuned in to that channel.

    Social media is a great forum for the conversation. Instead of passively broadcasting your role and hoping someone responds, reach out speci!cally to what seems like the right person and get the conversation started.

    The key here is to listen and have discussion.

  • SummaryThe central theme of this ebook mirrors a shift that marketing people have seen in the last decade as they aim to relate their company's product and services to their customers in an environment where there are so many alternatives. The balance of power moving to consumer (the potential employee) from the organization and the rise of conversational tools (social media) is the same. Marketing has had to shift their strategies and integrate their traditional tools with new ones - recruitment is no dierent. By knowing your audience, having the right background, being ready to talk on their terms, and using the right tools to do so, you will see a shift in the quality of people walking through your door.

    We will leave you with one more thing to think about. Remember that talented people know other talented people. With the right approach, they'll carry many of the conversations for you making your organization truly a sought-after place to work.

  • The Authors

    Jason Bekdashe knows nothing about building synergies, helping you pick low-hanging-fruit, or paradigm shifts. What he does know, is how to successfully marke


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